The Third Story – a tool for CIOs

How do you become wrong less and right much more? I’m currently reading a book that has shed light on a concept called ‘The Third Story’.

 They say there are two sides to a story but actually there is a third story. That’s the story of an impartial observer. We can avoid contradictory business situations as well as personal differences by pushing ourselves to think as an impartial observer.

The third story helps us see the situation for what it really is - it helps us see the reality. 

It’s much easier said than done. How do you do this objectively? If you told your story to someone, what do you think an outside audience would think of it? Would they tell the story in the same way? Would they agree with the whole story?

In a book called ‘Difficult conversations’ by Douglas Stone, Bruce Patton and Sheila Heen, they explored this ‘third story concept’. “The key difference is learning to describe the gap – or difference – between your story and the other person’s story. Whatever else you may think and feel, you can at least agree that you and the other person see things differently”. You are less likely to make biased or incorrect judgements if you can rationally articulate the points of views of others. You increase your empathy.

The power of the third story, if recognised early on within a challenging conversation/environment, can have a disarming effect, which in turn involves others to act less defensively. Why? Because you are showing your willingness and ability to consider an objective point of view.

By doing this, you encourage those involved to also do the same.

Why is the third story important for a CIO?

Every CIO, when reporting to their board, will need to ensure that they are giving a true and accurate view and representation of their IT landscape. The question is, how close to the truth is your story? Are you telling the right story in order to create the right business case(s)? Are you asking for the right budget? Have you gone in with a third story which might help you achieve not only your vision, but the objectives of the board? How true and accurate is your story? Now let’s take a step back….

Story 1 – The story of your organisation – your team and the board.

As a CIO, you need to ensure that you understand the true story of your organisation. This includes understanding the current infrastructure environment and what is being told to you – by your direct reports, and what their direct reports are telling them. You also need to understand what the board are trying to achieve; what results they are looking for.

 Story 2 - Your story.

Your story is your vision and as well your interpretation of the organisation’s vision. It’s your understanding of what you have, where you need to be and what you need to do. That’s a meaty story to write and one you want to get right. What you don’t know however, is if it’s a good story, the right story, an objective story (in the world of IT anyway) and therefore you are unaware if your requests (whether that be for a specific budget or it could be for the thumbs up on a project) will be met.

Story 3 – The Impartial Observer.

The role of an independent advisor. Everyone involved in story one tells their story. You tell story number two. And the independent advisor tells you the truth. They help you bridge the gap between what everyone thinks they know, what needs to be done, and how to do this effectively. An objective approach which will earn you the respect of the board, and more importantly, it will help you be as close to the truth as possible.

You can plan for the future state, by understanding your current state. Review the architecture, risks, complexity and holistic vision. Take this to your board. Your views aside, their views aside. The closest to the truth that can be, that will empower you to do what you do best, lead change from the front.

So when was the last time you heard the third story? In today’s changing landscape, how often is often? What’s holding you back? Is there a fear of being told your baby is ugly? Or perhaps you already know that and have been in denial? Or maybe you’re on the right path? Wouldn’t it be good to know that, or at least comfort your board in this world of uncertainty? Wouldn't it be good to be right much more, and wrong much less?

 What’s your view on the third story as a tool for the CIO?

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